HR Case Study Scenarios

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Title

ABC/123 Version X

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Case Study Scenarios Worksheet

HRM/300 Version 6

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University of Phoenix Material

Case Study Scenarios Worksheet
Answer the following for the corresponding Case Study Scenario. Each scenario should be answered in a total of 175 words.

Scenario 1: Staffing Management

Determine a recruitment method and sources would you use and explain your decision.

Assess what type of interview would work best when hiring someone in an entrepreneurial environment.

Determine whether or not you would use selection tests.

Scenario 2: Training and Development

Choose training and/or development programs to implement in order to keep operations employees loyal to the organization.

Evaluate the training methods you would use.

Scenario 3: Employee Relations

Assess the discipline steps to take. Determine how you would apply positive discipline.

Determine the just-cause standards you should verify before termination.

Scenario 4: Workplace Health and Safety

Assess the benefits of a wellness program.

Summarize the components you would include in the wellness program.

Scenario 5: Labor Relations/Unionization

Describe the process employees need to take in order to unionize.

Explain the rights of employees.

Assess what an employer can legally do to prevent unionization.

Scenario 6: Motivation

Explain two motivational theories.

Determine which theory would work best in this scenario to help motivate employees.

Copyright © XXXX by University of Phoenix. All rights reserved.

Copyright © 2016 by University of Phoenix. All rights reserved

 
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Hr Test

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FINAL Exam: Human Resources Management EXAM DUE DATE: 6:30PM December30, 2017

 

INSTRUCTIONS: Please consider all the information as provided in the case studies and use your powers of analysis to synthesize the information. Often times decision-makers are asked to pronounce judgment or develop a resolution to a situation with scant information.

Select two of the three cases presented below. Respond in a thorough and thoughtful manner considering all aspects of each case. Please limit your responses to no more than five typed pages per question using Times New Roman, 12 pt. font, single space—be concise. Save your response as an MS Word document or pdf format and email to me at the address above by the due date and time.

Good luck and happy holidays!

 

Case Study #2: From EEO and Affirmative Action to Diversity Management

You are a big-city HR director. For years, you and other city administrators have emphasized Affirmative Action compliance by (1) making it a key organizational objective; (2) taking steps to reduce underutilization of protected classes by targeted programs for recruitment, testing, selection, training, and career development; and (3) establishing separate grievance systems to protect against sexual harassment, racial and ethnic discrimination, and other violations of employee rights.

Now, you hear increasing complaints about the adequacy of these Affirmative Acton compliance policies and programs from managers and employees. Managers ask, “Isn’t there a way that we can create a climate of ethnic harmony without resorting to slow and costly administrative proceedings?” Employees in protected categories are unhappy: “Why don’t you treat us as employees and human beings, rather than focusing only on gender, race, disability, or ethnicity? Aren’t our skills and performance more important than these?” Other employees also dislike Affirmative Action: “I can’t get ahead in this organization because I’m a white male. We’re discriminated against all the time, but we don’t have any legal protection because we’re not members of a protected class.”

You decide that the best way to deal with these unsatisfactory conditions is by developing diversity management policies and programs. You prepare a formal presentation to the city manager and other department directors explaining how these policies and programs will help the city run better. They listen to your presentation, and then ask questions. How do you answer them?

Questions

1. How does diversity management differ from EEO or Affirmative Action? Isn’t this just “old wine in new bottles”?

2. Why does diversity management require changes in our mission, culture, or values? It’s just a personnel issue, right? Can’t we just say we value diversity, and let it go at that?

3. How will diversity management programs affect these specific areas of human resource management policy and practice: recruitment and retention, job design, education and training, benefits and rewards, and performance measurement and improvement?

4. Won’t this put the Affirmative Action office out of business? How will you ever sell it to them?

5. If we’re going to do it right, what are the characteristics of a successful diversity management? Of an unsuccessful one?

 

Case Study #3: Workplace Violence— “In Hindsight, We Could See It Coming”

The Event

In the predawn hours on February 9, 1996, a disgruntled former park and recreation department employee, Clifton McCree, burst into the maintenance trailer where six of his former coworkers were starting their day’s work. In five minutes, six people were dead of gunshot wounds: Clifton McCree had killed five of the six coworkers, and then had turned the gun upon himself; one coworker escaped to tell the story of horror and death.

The Background

After eighteen years of employment, Clifton McCree had been discharged from the City of Ft. Lauderdale in October of 1994 after failing a drug test. After this, he had been unable to find steady work, and he had grown increasingly depressed and angry over what he saw as racial discrimination and retaliation by white employees and supervisors.

Mr. McCree had a history of workplace confrontations with coworkers. In the past, other employees had complained about his occasional threats to kill them. His supervisors had counseled him informally about the need to control his temper. Although he frequently went into rages, and coworkers were afraid of him, his supervisors and other employees had avoided formal complaints and tried to handle the problem internally because they did not want him to 4

 

lose his job. Despite his temper, he continued to receive satisfactory performance evaluations for nine years, and there was no formal record of his problems. Finally, in 1993, after a screaming match with a white coworker, McCree’s supervisor counseled him formally.

Personnel Policies and Procedures

Ironically, the problem came to a head just days after the City issued a new policy on workplace violence in 1994. This policy grew out of another tragedy—the murder of two lawyers in a downtown office building earlier that year. The City’s policy was designed to raise awareness of what a potentially violent worker might do, and it set up a procedure for handling such incidents.

Immediately after the policy was issued, the supervisor came to the parks and recreation department director, who had just come on the job a few weeks before, and told her about Clifton McCree. Within days, she had interviewed other workers and prepared a chilling memo detailing McCree’s threats and racial slurs against his coworkers. The memo indicated that McCree exhibited at least five of the warning signs of potential trouble, including threats, paranoid behavior, and a fascination with workplace violence.

City officials acted quickly, ordering a psychiatric evaluation and a drug test within days. By the end of the month, McCree had been suspended without pay; he flunked the drug test and his firing was in the works. Until the day of the murders, eighteen months to the day after his discharge, he never returned to his workplace.

The Postmortem: Should the City Have Done Anything Differently?

In hindsight, it is difficult to find fault with anyone’s actions. Most coworkers and supervisors would initially attempt to counsel a troubled employee informally because they were his friends and they knew he needed the job. With no formal counseling taking place, there would be no written record of previous performance incidents upon which to base a negative performance evaluation. When formal counseling finally occurred in 1993, it was only because coworkers had exerted pressure on management to do something. The City developed a clear and responsible policy on workplace violence in 1994. This policy led to a strong and immediate response by the park and recreation department, and it was the department director’s memo that led the City to take action. Appropriately, Clifton McCree was removed from work pending psychiatric evaluation and drug testing. He tested positive and was discharged.

Yet six people died. In addition to the human tragedy, the City will undoubtedly face civil charges from the victims’ families, alleging that the City knew that Clifton McCree was violent but did not take adequate precautions to protect coworkers against violence.

Questions

1. In hindsight, what do you think the City could have done differently (if anything)?

2. Under the standard of “foreseeability,” do you think the City can be held liable for failure to take more timely action against Clifton McCree?

3. Did the City’s prompt and responsible action (to discharge Clifton McCree under its new workplace violence policy) in fact increase the chance of workplace violence?

4. Human Resource Management usually takes place in communities affected by racial or ethnic unrest, alcohol or drug abuse, and disgruntled employees with easy access to weapons. What can HR managers do to lessen the chances of these factors resulting in workplace tragedies such as this one?

 
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SWOT Analysis Final Project

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Guidelines for Submission: Your personal leadership reflection must be 4 paragraphs (300–400 words) in length.

Use the provided Personal Leadership Reflection Template (Attached). Sources should be cited according to APA style 

 

Your final project in this course will be a reflection on yourself in your organization and at Southern New Hampshire University. You will analyze your own strengths, weaknesses, opportunities, and threats as they pertain to your own leadership skills as well as identify appropriate skills that contribute to influencing workplace productivity, engagement, and motivation.

The final deliverable will be a plan with three goals and action steps that you have determined are the best fit for you as a leader.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 Explain how individual personality, perception, leadership styles, and self-concept influence human relations in informing the development of a personal leadership philosophy

 Explain how the communications process in leadership situations affects positive human relations

 Illustrate how the relationship between motivation, stress, and time management influences workplace dynamics

 Identify appropriate human interaction skills necessary for managers to positively influence productivity

Prompt Based on your knowledge of human relations, you will write a paper addressing the different factors that have influenced your leadership philosophy, including personality, perception, leadership styles, and self-concept.

In addition, you will examine how your leadership philosophy impacts your understanding of the communications process, workplace dynamics, and management skills. Specifically, the following critical elements must be addressed:

 

I. Personality and Self-Concept: In this section, you will devote one detailed paragraph to your identified strengths and weaknesses as you consider future leadership opportunities. You may draw from your SWOT analysis in your responses.

Please be sure to address the following in the two sections of your paragraph:

A. Strengths: Discuss the aspects of your personality and self-concept that serve as a particular strength as you consider your future leadership opportunities. Why are these important to you and to others you may be leading?

B. Areas of Improvement: Conversely, what aspects of your personality and self-concept may lead to difficulties in your future work as a leader? What areas of improvement have you identified?

II. Human Interaction Skills: In two paragraphs, you will identify at least two skills—drawing from your course readings and your own experiences—that can positively influence workplace productivity, engagement, and/or motivation. In your discussion of each skill, be sure to address the following questions underneath the skill:

A. Description of Skill: What is this skill, and how is it used in personnel management?

B. Engagement and Motivation: How specifically would this skill positively impact engagement or motivation?

C. Intended Impact: How specifically does this skill positively influence workplace productivity?

III. Personal Development Plan: Finally, you will bring together your reflections on personality, self-concept, and human interaction skills in order to create actionable steps for your future as a leader. First, include a final paragraph answering the first prompt below. Then, identify three goals to enhance your skills as a leader.

A. First, reflect on how this experience has helped shape your personal leadership philosophy. Be specific.

B. Next, using the provided plan template, identify relevant goals to enhance your skills as a leader, action steps to achieving those goals, potential obstacles you may face, and a plan to overcome those obstacles.

 

Guidelines for Submission: Your personal leadership reflection must be 4 paragraphs (300–400 words) in length using the provided Personal Leadership Reflection Template (Attached). Sources should be cited according to APA style 

 
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help

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For this homework assignment, you will continue coding for Reports 2–5, which are located on pages 182-184 of the Step-by-Step Workbook. Using Encoder Pro, create codes for information from Reports 2-5. Additionally, explain how you arrived at that code.

Report 2: Discharge Summary

Diagnoses include:

1. Chronic pelvic pain secondary  to pelvic metastatic clear cell carcinoma of unknown primary location.

2. Vena Cava syndrome post placement of Hickman catheter.

3. Anemia due to chronic disease.

4. Hypertension.

HOSPITAL COURSE:

The patient is a 78 year old female whom we have been following in our clinic for hypertension and also chronic pudendal nerve pain. She had been recently diagnosed with pelvic metastatic clear cell carcinoma, which her primary location is unknown at this time. She will be discussing this further after the pathology reports are read. During her hospital stay a Hickman catheter was placed in order to have IV access for pain medication or future cancer therapy. She was also admitted for chronic pain. She did develop swelling of her arms and neck. She was brought to interventional radiology and she did have venography and the Hickman catheter was removed. Her swelling to her arms and neck have decreased greatly. She denies any shortness of breath. No choking sensation as previously noted. Her pain has been managed well with fentanyl patch at 175mcg. She has also been on IV heparin therapy for anticoagulation following the vena cava syndrome. Today, the patient has been having complaints of nausea. She did get some dexamethasone IV for her nausea, which did improve later this morning. Her blood pressure has been under good control. Her labs today include a WBC of 5.18, hemoglobin 7.8, hematocrit 23.7, protime 14.4, INR 1.5, PTT 39.6, BUN 6, sodium 139, potassium 4.2, and CO2 27.2.

DISCHARGE MEDICATIONS:

1. Will continue home medications.

2. Phenergan 12.5 1-2 tabs p.o. p.r.n. every 6 hours for nausea.

3. Lovenox 1 mg/kg subcutaneously every 24 hours.

4. Fentanyl patch 175 mcg to be changed every 3 days.

5. Epogen 40,000 units subcutaneously weekly at the Cancer Center.

REPORT 3. CLINIC CHART NOTE

HISTORY: This 16 year old female is seen today after falling off a curb and twisting her right ankle. She is normally a patient of Dr. Anderson, who is out of town this week. She states that she has pain surrounding the entire foot and ankle. Seems unable or unwilling to bear weight.(Problem focused history)

PHYSICAL EXAM: Ankle and foot examined. Foot is warm to the touch. Some swelling and bruising noted around the lateral aspect of the ankle. X-ray is negative for fracture. (problem focused examination)

IMPRESSION: Sprained right ankle. (MDM complexity straightforward)

PLAN: Elevation; ice to affected area. Weight bearing only as tolerated. Return for follow-up p.r.n.

REPORT 4: ADMIT INPATIENT

This is a 19 year old with a living-related donor kidney transplant as of last month and admitted to hospital for possible sepsis.

HISTORY: This patient has Type 1 diabetes and had been on dialysis for a number of years before transplantation. She received her mother’s kidney on the 14th of last month from the Medical Center Transplant Program in Dallas. She was there this Tuesday for a transplant visit and apparently did not feel well, but they were not certain whether this was a problem or not; but they did go ahead and do blood cultures and called the public health nurse, who was visiting the patient today, and said that one of the cultures was positive for group B strep.  The home health nurse called me and stated that the patient has really gone downhill the past few days and was quite fatigued with generalized malaise. Denied cough, fever, or shaking chills but looked poor overall, and the nurse was quite concerned. We recommended she be brought here for evaluation and treatment as an emergency. After arrival here, she was in no acute distress. Initially, she had bibasilar crackles on deep breathing; however, most of these cleared. I cannot hear any significant pulmonary abnormality on auscultation or percussion. Her heart is normal regular rhythm. No significant murmurs, rubs, S3, or S4. Her abdomen is negative. Her left lower-quadrant kidney is nontender. She has no lateralizing neural sounds. She is a little lethargic. She does not feel warm. Apparently she is afebrile. Her blood pressure is normal, and she is not tachycardic, but she simply does not look well. Past history, social history, and system review are per our recent old chart and noncontributory at present.

CLINICAL IMPRESSION: One positive group B strep blood culture, significance, and/or etiology to be determined. My impression at this time is probably a significant finding, and I suspect that this will become a progressive syndrome of not treated.

ADDITIONAL DIAGNOSES:

1. Living-related donor kidney transplant

2. Diabetes mellitus type 1

3. Hypertension

REPORT 5: NEPHROLOGY HOSPITAL PROGRESS NOTE

This patient continues to be stable with  no new problems.  Her cultures remain negative, and she remains afebrile. Her clearance is pending, but she certainly has settled down nicely. The main problem we are having is with her diabetic management. It simply is not working with the former twice a day of 70/30 insulin plus a nighttime Lantus. I think we should go one way or the other, and we will go to Humalog before each meal, starting with an estimated dose of 15 per meal and 40 of Lantus in the evening, and we will titrate from there. We will get Accu-Cheks before each meal to reflect the previous meal’s dose of Humalog and adjust it accordingly. Other than that, tomorrow we will review her case with infectious disease with regard to the duration of her antibiotic therapy. Thus far, our cultures have remained negative; however, the positive group B strep is not the type of typical contaminant you get in a blood culture, and we must take it at face value.

You are to complete the homework template. Below is an example:

It should be a chart with each report, a code and explanation of code.

 
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Elk Mountain Hotel

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Case 30 Elk Mountain Hotel

History of Elk Mountain Hotel

When Peter Thieriot first saw Elk Mountain Hotel, it looked like the proverbial money pit, an endless hole into which renovation funds could be thrown. Peter’s lawyers strongly advised him to walk away and forget any thought of buying and remodeling this 1905 hotel in Elk Mountain, Wyoming.

Yet its history, its tranquil location in a beautiful grove of cottonwoods, the Old West appearance of the town of Elk Mountain, and the natural charm of the hotel and its proximity to Peter’s buffalo ranch served as a magnet, and in 2000 Peter became owner and renovator of Elk Mountain Hotel.

The Garden Spot Pavilion had sat on the grounds of the hotel for decades and attracted big names such as Louis Armstrong, Tex Beneke, Tommy Dorsey, and Les Brown, all popular with crowds in the 1940s and 1950s. Old-timers said, “You didn’t have to know how to dance at the Pavilion, the floor would do it for you.” Sure enough, the floor moved to the rhythm of the band and the crowd.

Peter Thieriot Renovates Elk Mountain Hotel

Wyoming winters and time took the Pavilion, but Peter believes he can bring it back with modern construction and a special spring floor so once again “you won’t need to know dancing to dance real good.”

“We stripped the hotel and then built it back again room by room” said Trey Webb, the front-desk clerk and head waiter. Nine layers of wallpaper were removed from the dining room, but a large enough chunk of each remained to frame them and place them in the dining room.

Trey exemplifies the spirit and drive of Wyoming people that helped draw Peter to Elk Mountain from San Francisco. Trey, a high school senior, is headed to the University of Wyoming on a rodeo scholarship to study biology and eventually become a doctor. An expert in “bull dogging and calf roping,” Trey knows horses and he knows people. He and other high school kids from the area find part-time employment at the hotel. Their native “Western personalities” and desire to help others makes them popular with guests. They also display a genuine affection for the hotel and pride in its renaissance.

It’s easy for employees and guests to love the place because the restoration built warmth and coziness into the twelve guest rooms, the parlor, and the dining room. Peter developed an attic on the third floor into a conference room to host meetings of sixteen people around a table with ample wall space for flip-chart pages temporarily held with masking tape, so common to meetings of this size.

Prior to renovations, the hotel served as a watering hole for a sometimes rough bunch of characters from the Medicine Bow area. Ten years before Peter bought the hotel, two of the rowdies took their argument to the hotel’s parking lot where they settled it the old-fashioned way with six-shooters. Fortunately, neither of those would-be Wyatt Earps could aim straight, and the sheriff arrived before lead could accidentally find its mark.

Rowdies have been replaced by less colorful, middle-aged professional couples. “A few of the old customers returned looking for a beer and some action after renovations but when they spotted the wine and cheese, the Lexus and Lincoln cars in the parking lot, and heard English spoken without cussin’ every other word, they promptly left and never returned,” said Peter.

“Half this country loves what we did to this hotel and the other half has a different opinion.” That was confirmed by a ranch family in McFadden 30 miles east who placed themselves squarely in the “love” section. Their opinion was that the renovated hotel added much to the community.

There is no fear that guests accustomed to fine dining when traveling and dining out at home will have to settle for less at Elk Mountain Hotel. The menu was designed to “combine a touch of flair, a hint of the Old West, and a big pinch of professionalism.” With buffalo and caribou on the menu, there is more than a hint of the Old West. With a good selection of California and imported wines, seafood-based appetizers, and desserts such as crème brulée, compliments, not complaints, are most often heard.

The unanimous opinion of guests is that the hotel was renovated with style. The area on which the hotel sits had once been a stagecoach station for the Overland Trail. Although that building is gone, the Victorian style of the original 1905 building has been enhanced. The original embossed tin ceilings were cleaned and repainted, and the exterior asbestos shingles that used to hide the natural beauty were removed to expose the original cedar lap siding. Peter knew the hotel could be restored to this level of quality.

Susan and Arthur Havers Purchase the Hotel

Arthur and Susan Prescott Havers purchased the hotel in 2007. Susan was a marketing consultant in San Francisco, but had a culinary background. She had owned and managed a restaurant and catering company in Belgium and earned a Grand Diplome from Le Cordon Bleu in Paris. Arthur was vice president of international development for E-Trade. It was their dream to open a business together, and although they had this dream for many years they were not able to find the right project. While searching the Internet, Arthur came across the Elk Mountain Hotel. The historic hotel aroused their curiosity. Although the hotel was not for sale they contacted Peter, who also had a residence in San Francisco, to see if he would be interested in selling it. In February of 2006, they went to Elk Mountain to see the hotel and the region. They found the people to be friendly, with a sense of humor. In addition to the people they enjoyed the wide open spaces. A year later the Havers were owners of Elk Mountain Hotel.

Susan’s culinary background enabled the restaurant to be turned into a “hidden gem” and customers who discovered it, encouraged people driving across I-80 to take the four-mile drive off the Interstate highway to Elk Mountain Hotel. The Havers used their marketing and culinary skills to create special dinners that pair food with wine, beer, or whiskey. They also created special events such as the Paranormal Dinner Party. According to the hotel’s Web site, “The event is limited to a maximum of 5 couples. They will be the only guests in the hotel and should be prepared to stay up till 1 a.m. helping track down shadows and bumps in the night. Package price is $250 per couple inclusive of room & dinner but excludes taxes and gratuities.” Employees of the hotel swear it has a friendly ghost, and perhaps the guests at the dinner will find it.

Friendly or not, ghosts don’t pay bills. That requires live paying guests, and getting more of those, particularly in the low season, requires marketing. Positive word of mouth can’t be beat, but it takes marketing to get enough of those mouths talking.

Peter Thieriot had the vision to renovate the Elk Mountain Resort; the Havers used marketing skills and Susan’s culinary skills to turn the hotel into a destination. However a town of 200 people cannot create the demand necessary to support. Elk Mountain needs to be a destination for people in nearby towns and a place for organizations to hold events and retreats.

Updated November 2011 Sources accessed 11/20/21011; “Elk Mountain, Wyoming,” MuniNetGuide, http://www.muninetguide.com/states/wyoming/elk-mountain/; Jackie Borchardt, “Elk Mountain Hotel offers serenity, escape,” trib.com (March 27, 2011), http://trib.com/business/article_46602367-c87f-5f72-857b-3867c8734ae2.html; “Historic Elk Mountain Hotel Finding an International fFavor,” Rawlins Daily Times, undated http://www.elkmountainhotel.com/attachments/RawlinsDaily.pdf; Elk Mountain Hotel Web site; www.elkmountainhotel.com.

(Kotler 651-653)

Kotler, Philip R., John Bowen, James Makens. Marketing for Hospitality and Tourism, 6th Edition. Pearson Learning Solutions, 03/2013. VitalBook file.

The citation provided is a guideline. Please check each citation for accuracy before use.

 
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Dispute Resolution

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Instructions

In this assignment, we will be examining the 2012 Chicago Teachers Union Strike and some of the dispute resolution strategies that were involved.

If you have not already read these articles, read the following news reports before completing this assignment:

Now review a synopsis of the strike from Harvard Business review, including information on conflict management processes and negotiating techniques:

In your paper:

  • Briefly describe the situation that precipitated this strike.
  • Describe the methods that could have been used to prevent this strike comma but also explain why they may not have been used.
  • Describe the negotiation tactics used by both parties.
  • Discuss your opinion of how effective were these tactics?
  • If you were in the city of Chicago’s place, what would you have done differently or the same in this negotiation?

Parameters

  1. Your paper should be about 2 to 3 double-spaced pages (excluding title page and reference page).
  2. Accurate description and reference of all concepts and theories used in completing your paper.
  3. Practical examples of concepts that lead to continuing interest in the topic.
  4. Synthesis of concepts and theories from other course activities.
  5. Well-organized clearly presented work (free from excessive spelling and grammatical errors).
  6. Properly cited sources using APA 6th edition.
 
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Implement The HRIS Using One Of The Change Models

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With the justification of an HRIS solidified, you need to show your client how you will implement the HRIS using one of the change models discussed in our text. You will also need to explain and justify cost associated with implementation via a cost benefit analysis. You want to ensure the system is properly maintained and evaluated for continuous improvement. Therefore, you include a maintenance and evaluation plan in your proposal.

Larson Property Management Company is one of the largest property management companies in California, with more than 1,000 employees. The company provides a full array of commercial management and development services. These activities include complete management services for commercial office and retail buildings and apartment complexes; construction, repair, and maintenance of commercial properties; and financial management and billing services for commercial real estate clients. The company has experienced significant expansion over the past five years in response to the growth in apartment and commercial construction in southern California, and this expansion has resulted in the need to hire a large number of employees on an ongoing basis to staff its operations. Larson Property Management has depended on a legacy HRIS to manage its applicant and employee databases. The system runs on a client-server computer system. The system was implemented approximately 10 years ago, prior to the company’s rapid growth and when it employed fewer than 100 employees. The system’s functionality is limited to the storage and retrieval of employee and applicant data. For recruiting purposes, the system requires a clerk to manually enter basic applicant data, the results of the application test, and whether or not an offer of employment has been made. Prior to this, applicants’ files were passed around to those who reviewed the materials and were sometimes misplaced, so trying to locate a particular applicant’s file was often a problem. The current HRIS has limited file storage capability for applicant and employee records and currently has reached its storage capacity. Larson Property Management has decided to replace its legacy HRIS. One application module in the new HRIS that the company wants is a sophisticated applicant-tracking system (ATS). The primary objective of the ATS will be to provide a paperless hiring process. The basic functions of the new system will be managing the requisition and approval of job openings, storing resumes and job applications and retrieving through query functions the names of applicants who match job requirements, tracking a candidate’s progress through the recruiting and selection process, and providing automated reporting functions. The company’s managers also want an e-HR functionality that includes the Internet posting of job openings through the company’s website and external job-posting services, application and resume submission through the Web and through kiosks at various office locations, staff ability to access and use the system remotely through a Web browser, and online resume- and application-scanning capabilities. Part of the design phase is modeling the processes that will be used in the system for applicant tracking. For Larson Property Management, this modeling will allow the system analysts to design an efficient paperless hiring process. Larson Property Management is well aware that the design stage of the SDLC is critical for the successful implementation of the new ATS. However, there is considerable confusion about how to proceed with this phase. The HR and IT professionals assigned to the ATS committee have been meeting to plan the new system. From their planning and needs analysis, it is clear that a new HRIS application is needed, can save considerable time, and can result in more accurate storage and retrieval of applicant data for cost-benefit and other management reports. The company has had several vendors provide presentations, with each vendor outlining its particular approach to the design of an ATS. But these presentations were primarily focused on the physical design of the new ATS. The HR and IT committees must now begin the design process, which must be completed in three months”.

Instructions:

Write a three to four-page proposal, in which you:

 

Change Management

1. Discuss the various reasons system implementation fails. Compare and contrast various change models. Then select a change model to use during system implementation. Provide details of how you will use the change model and justify why you selected one model over the other models. Explain the various steps that should be included to ensure the change model is effective.

 

HRIS Implementation

2. Discuss the activities that are necessary prior to the system going live and provide a timeline for these activities. Specify which change management team member will be responsible for each activity and explain their role.

 

Cost Benefit Analysis

3. Create a cost benefit analysis matrix for the HRIS vendor you chose during Phase III: Design. Analyze the cost justification strategies that you will use to justify the cost of the HRIS, including data that identify each benefit and cost component examined, estimates of the dollar amount for each, estimates on when the organization will incur each cost and receive each benefit, and documentation justifying each decision you made in listing these benefits.

 

Maintenance

4. Discuss how you will ensure the system is properly maintained and evaluated for continuous improvement.

 
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BUS-FP3050 Communication, Ethics, And A Command Decision

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Overview

Responding effectively to a situation rife with conflict requires a variety of communication techniques. In this assessment, you will analyze and respond to a growing controversy depicted in the Riverbend City: Communication and Organizational Effectiveness scenario by writing a team communication and subsequently analyzing your approach to devising it.

Preparation

Explore Riverbend City: Communication and Organizational Effectiveness. (you will need my login info to complete the scenario)

Scenario

Imagine you just came back from lunch and found the email string regarding the proposed EOC staff meeting related in the scenario. It’s your plan to address the situation, and it’s your intent to do it in a single email that demonstrates leadership and a keen understanding of the issue, participants, and their associated dynamics.

Instructions

Complete both parts of this assessment.

Part 1: Analyze Your Approach to the Issue

Describe your approach to constructing your email.

  • Describe possible causes for the caustic exchange depicted in the email chain. Consider possible core organizational issues. State any assumptions that you might need to make regarding the scenario to support your assertions.
  • Justify why your message would likely be effective. Consider content, tone, style, et cetera.
  • Explain your intent for how your message might impact future communications and actions among team members.
Part 2: Write a Response Email

Write an email that effectively addresses the email chain. It should:

  • Properly consider the audience, your position, and the circumstances.
  • Articulate a well-conceived solution to the problem.
  • Effectively end the thread completely and de-escalate the tension.
  • Send a message that this exchange was “sub-optimal.”

Additional Requirements

The assessment is expected to meet the following requirements:

  • Font: Times New Roman, 12 point.
  • Length: 4–5 pages, double spaced.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 1: Analyze business communication situations.
    • Describe possible causes for the caustic exchange depicted in the email chain.
    • Explain why a message would likely be effective.
  • Competency 2: Apply fundamental principles of organizational communication.
    • Write an email that meets specified criteria.
  • Competency 3: Analyze the interrelationships of communication within organizational systems.
    • Describe likely core organizational issues that were exposed by the original email.
    • Describes how a message might plausibly affect future communications and actions among team members.
  • Competency 5: Communicate effectively and professionally.
    • Convey clear meaning with grammar, usage, word choice, and mechanics.
 
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Can Someone Do My Week 1 & Week 2 Discussion In Principles Of Marketing?

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Discussion 1

 

Prior to beginning work on this discussion forum,

Read

  • Week 2 Lecture
  • Chapter 3 of the course text, Principles of Marketing

Introduction, growth, maturity, and decline—every product has a life cycle story waiting to be told. In this interactive activity, you’re going to document the story of a product that has progressed through the four product life cycle stages.

Instructions:

If the instructions has a plus sign (+), click it to review tips and requirements for completing that section of the discussion prompt.

+Do a web search for dead brands or product fads. the following:

You can use this article, Blast from the past: Vintage Technologies That We No Longer Use for inspiration.

+Pick a service brand and use it as an example, explain how service differ from goods and discuss whether services go through a life cycle.

Be sure to discuss the product, place, price, and advertisement strategy for each phase of the life cycle you find.

You will see 4P’s strategies will differ with the shift of the product to another life cycle. Include your analysis of these differences.

Additionally, identify the key events that mark and end of each phase.

Discussion 2

Place Strategy [WLO: 2] [CLO: 4]

Read

  • Week 2 Lecture
  • Chapter 4 of the course text, Principles of Marketing

Watch

The goal of place strategy in terms of the customer value equation is to add value without increasing cost.

Retailers face three strategic issues that affect place strategy.

+Pick one of the strategic issues listed below:

Market Niche

Location

Merchandise Assortment

Explain at least three elements marketers need to consider when it comes to that strategy.

Explain how Burberry implemented innovative “place” strategies use to create value for current and potential customers.

 
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HRM/498T: Strategic Human Resource Management And Emerging Issues Week 2 Practice Assignment

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Of the four criteria for evaluating training programs, which is one of the easiest to receive and therefore the only information that is typically obtained about program effectiveness?

· Results

· Behavior

· Reactions

· Learning

All except which of the following are criteria for evaluating training programs?

· Results

· Learning

· Attitude

· Reactions

A good assessment of the development of a sound training program includes an analysis of how well the organization is achieving its goals, what the skills needed by the workforce to accomplish these goals are, and ________.

· What the organization’s short-term financial goals are

· What the strengths and weaknesses of the current employees are

· What the strengths and weaknesses of future employees will be

· What the organization’s long-term production goals are

How are the organizational analysis, the task analysis, and the individual analysis related?

· They are interrelated like a Venn diagram, overlapping each other.

· They are interrelated like concentric circles, embedded into layers.

· They are unrelated like tasks, organized in a check list.

· They are related like stair steps, one leading to another.

Which of the following is a poor research design for evaluating training programs?

· Pretest-post-test control group design

· Post-test-only control group design

· Time-series design

· Post-test-only design

What is true about the workforce in a post-industrial economy?

· The workforce will need more specific training but not more education

· The workforce will still have craft occupations as the most highly skilled jobs

· The workforce will be required to upgrade job skills

· The workforce will remain essentially the same as in the industrial economy

What elements are part of the assessment phase in a systems model for training?

· Pretest trainees, select training methods and learning principles, conduct training

· Assess training needs and resources, identify training objectives, develop criteria

· Monitor training and compare outcomes against criteria

· Provide feedback on the outcomes to the next round of training

All except which of the following are dimensions of literacy?

· Prose literacy

· Social Media literacy

· Quantitative literacy

· Document literacy

What is true of the systems model of training?

· The training and development phase is the first phase

· The training ends after the evaluation phase

· The systems model of training is also known as ADDIE

· The feedback arrow shows that training should be ongoing

What elements are part of the evaluation phase in a systems model for training?

· Pretest trainees, select training methods and learning principles, conduct training

· Monitor training and compare outcomes against criteria

· Provide feedback on the outcomes to the next round of training

· Assess training needs and resources, identify training objectives, develop criteria

Of the four criteria for evaluating training programs, which is one of the easiest to receive and

therefore the only information that is typically obtained about program effectiveness?

·

Results

·

Behavior

·

Reactions

·

Learning

All

except

which of the following are criteria for evaluating tr

aining programs?

·

Results

·

Learning

·

Attitude

·

Reactions

A good assessment of

the development of a sound training program includes an analysis of how well the organization is achieving its goals, what th

e skills needed by the workforce to ac

complish these goals are, and ________.

·

What the organization’s short

–

term financial goals are

·

What the streng

ths and weaknesses of the current employees are

·

What the strengths and weaknesses of future employees will be

·

What the organization’s long

–

term production goals are

How are the organizational analysis, the task analysis, and the individual analysis related?

·

They are interrel

ated like a Venn diagram, overlapping each other.

·

They are interrelated like concentric circles, embedded into layers.

·

They are unrelated like tasks, organized in a check list.

·

They are related like stair steps, one leading to another.

Which of the following is a poor research design for evaluating training programs?

·

Pretest

–

post

–

test control group design

·

Post

–

test

–

only control group design

·

Time

–

series design

·

Post

–

test

–

only design

What is true about the workforce in a post

–

industrial economy?

·

The w

orkforce will need more specific training but not more education

·

The workforce will still have craft occupations as the most highly skilled jobs

·

The workforce will be required to upgrade job skills

Of the four criteria for evaluating training programs, which is one of the easiest to receive and

therefore the only information that is typically obtained about program effectiveness?

 Results

 Behavior

 Reactions

 Learning

All except which of the following are criteria for evaluating training programs?

 Results

 Learning

 Attitude

 Reactions

A good assessment of the development of a sound training program includes an analysis of how well the organization is achieving its goals, what the skills needed by the workforce to accomplish these goals are, and ________.

 What the organization’s short-term financial goals are

 What the strengths and weaknesses of the current employees are

 What the strengths and weaknesses of future employees will be

 What the organization’s long-term production goals are

How are the organizational analysis, the task analysis, and the individual analysis related?

 They are interrelated like a Venn diagram, overlapping each other.

 They are interrelated like concentric circles, embedded into layers.

 They are unrelated like tasks, organized in a check list.

 They are related like stair steps, one leading to another.

Which of the following is a poor research design for evaluating training programs?

 Pretest-post-test control group design

 Post-test-only control group design

 Time-series design

 Post-test-only design

What is true about the workforce in a post-industrial economy?

 The workforce will need more specific training but not more education

 The workforce will still have craft occupations as the most highly skilled jobs

 The workforce will be required to upgrade job skills

 
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